Most workplaces run on unwritten rules: how meetings should go, how feedback should be given, what “professional” is supposed to look like. Those rules were written with one kind of person in mind, and everyone else spends a lot of energy trying to fit into them.
Disability inclusion coaching starts from a different question: what if the workplace was built around how people actually work, rather than asking people to mask how they work to fit the workplace?
That means talking honestly about disability, including the kinds you can’t see, without it feeling like a confession. It means tools like personal user manuals, so people can say “here’s how I work best, here’s what I find hard, here’s how you can help” — and have that be a normal conversation, not a special accommodation buried in HR paperwork.
It draws on the social model of disability (people are disabled by environments and systems, not by their own bodies and minds) and universal design (building things that work well for the widest range of people from the start, rather than retrofitting later).
The result isn’t a policy document. It’s a team that trusts each other enough to be honest about what they need — and a workplace that’s easier for everyone, not just the people it was designed for. Informed by disabled people, and delivered by them too.